Standard Three: Cultural Leadership School executives will understand and act on the understanding of the important role a school’s culture plays in contributing to the exemplary performance of the school. School executives must support and value the traditions, artifacts, symbols and positive values and norms of the school and community that result in a sense of identity and pride upon which to build a positive future. A school executive must be able to “re-culture” the school if needed to align with school’s goals of improving student and adult learning and to infuse the work of the adults and students with passion, meaning and purpose. Cultural leadership implies understanding the school and the people in it each day, how they came to their current state, and how to connect with their traditions in order to move them forward to support the school’s efforts to achieve individual and collective goals.
Related Coursework and Trainings
Distinguished Leadership in Practice Assignment: "Cultural Leadership"
Facilitative Leadership Training
Schooling by Design Training
Visit to AB Combs Leadership Magnet School (Raleigh, NC)
Visit to KIPP School: Gaston College Prep and KIPP Pride High (Gaston, NC)
Visit to South Johnston High School (Four Oaks, NC)
Social Justice Workshop
Crucial Conversations Training
Influencer Training
Related Readings
How to Win Friends and Influence People, Carnegie
The Fifth Discipline, Senge
Reframing Organizations, Bolman & Deal
The Seven Habits of Highly Effective People, Covey
Influencer: The New Science of Leading Change, Grenny, Patterson, Maxfield, McMillan, & Switzler
Standard 3a: Focus on Collaborative Work Environment
Proficient: Designs strategies for achieving a collaborative and positive work environment within the school; seeks input from the School Improvement Team and other stakeholders to make decisions; utilizes data gained from the Teacher Working Conditions Survey and other sources to identify perceptions of the work environment.
Activities:
Completed overview of Teacher Working Conditions Survey from 2012 with staff
Conducted "pulse" of school working conditions with 15 questions from 2012 TWC survey results
Presented data from TWC survey to School Improvement Team
Artifacts:
Teacher Working Conditions Survey Chart - October 28, 2013
Proficient: Uses shared values, beliefs, and a shared vision to promote a school culture of learning and success; works with others to address diversity and equity as the school develops, monitors, and adjusts the school improvement plan.
Activities:
Led Professional Development sessions related to Gracious Space
Standard 3c: Acknowledges Failures; Celebrates Accomplishments and Rewards
Proficient: Works with others to use established criteria for performance as the primary basis for reward and recognition.
Activities:
Celebrated staff success on the EOG and MSL for 2012-2013 school year
Planned staff incentives
Started PD sessions with Staff Celebrations (personal and academic)
Artifacts: Remembrance Ceremony
Surprise Graduation Celebration
Standard 3d: Efficacy and Empowerment
Proficient: Identifies strategies for building a sense of efficacy and empowerment among staff; identifies strategies for developing a sense of well-being among staff, students, and parents/guardians.
Activities:
Work with teachers and staff to build vision for next school year.
Create a plan of action for monitoring students during transitions and in cafeteria.
Met with every team of teachers to create a master schedule for the 2014-2015 school year.
School executives will understand and act on the understanding of the important role a school’s culture plays in contributing to the exemplary performance of the school. School executives must support and value the traditions, artifacts, symbols and positive values and norms of the school and community that result in a sense of identity and pride upon which to build a positive future. A school executive must be able to “re-culture” the school if needed to align with school’s goals of improving student and adult learning and to infuse the work of the adults and students with passion, meaning and purpose. Cultural leadership implies understanding the school and the people in it each day, how they came to their current state, and how to connect with their traditions in order to move them forward to support the school’s efforts to achieve individual and collective goals.
Related Coursework and Trainings
Related Readings
Standard 3a: Focus on Collaborative Work Environment
Proficient: Designs strategies for achieving a collaborative and positive work environment within the school; seeks input from the School Improvement Team and other stakeholders to make decisions; utilizes data gained from the Teacher Working Conditions Survey and other sources to identify perceptions of the work environment.Activities:
Artifacts:
Teacher Working Conditions Survey Chart - October 28, 2013Standard 3b: School Culture and Identity
Proficient: Uses shared values, beliefs, and a shared vision to promote a school culture of learning and success; works with others to address diversity and equity as the school develops, monitors, and adjusts the school improvement plan.Activities:
Artifacts:
Agenda for Gracious Space PDRealizing Gracious Space Activity
Standard 3c: Acknowledges Failures; Celebrates Accomplishments and Rewards
Proficient: Works with others to use established criteria for performance as the primary basis for reward and recognition.Activities:
Artifacts:
Remembrance Ceremony
Surprise Graduation Celebration
Standard 3d: Efficacy and Empowerment
Proficient: Identifies strategies for building a sense of efficacy and empowerment among staff; identifies strategies for developing a sense of well-being among staff, students, and parents/guardians.Activities:
Artifacts:
Schedule Options for teachers to chooseSchedule Option
Schedule Options chosen by teachers for the new master schedules